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Monday Morning Leadership: 8 Mentoring Sessions You Can't Afford to Miss
Monday Morning Leadership is a story that can help your career! Everyone likes a good story, especially if there are lessons that can be immediately applied to life. This book is one of those stories - about a manager and his mentor. It offers unique encouragement and direction that will help you become a better manager, employee, and person.
112 pages, Paperback
First published November 1, 2001
300 people are currently reading
1438 people want to read
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July 26, 2011
This book tells the story of Jeff – a manager who wishes to improve his professional career and seeks the aid of a mentor – Tony Pearce. The consequent 8 Monday morning mentoring sessions are retold in this book.
A very easy, enjoyable and educative read, full of management/leadership gems. Highly recommended.
Below are the key learnings – as excerpted from the book:
1- “Be A Driver – Until you accept total responsibility – no matter what – you will not be able to put plans in place to accomplish your goals. Transitioning from manager to leader requires you make difference decisions.”
2- “People have different perceptions of what the main thing is. People quit people before they quit companies.”
3- “First, hire good employees. Second, coach ever member of the team to become better. And third, dehire the people who aren’t carrying their share f the load.”
4- “Get out of management land. Get in touch with your people. Your job is not to lower the bottom by adjusting and accommodating the falling starts. You should be raising the top by recognizing and rewarding superstar behaviors.”
5- “Do the right thing – Develop your action plan before you get into a crisis. Guard integrity like it’s your most precious management possession.”
6- “Hire Tough – The most important asset in your company is having the Right People on your team. Never lower your standards just to fill a position! You will pay later.”
7- “Do Less/Work Faster – Your time is your responsibility. Take control of your time so you can take control of your life. Look for small increments of time by prioritizing, limiting interruptions, and effectively managing meetings.”
8- “Fill lots of buckets – 4 ways to fill buckets: know the main things, give feedback on performance, provide recognition, communicate the team score. The more buckets you fill, the more your bucket is filled.”
9- “Jeff’s Leadership commitments. I am responsible for my actions and my team’s performance, no matter what the circumstances. I keep the main thing the main thing. I have a positive relationship with my boss. I escape from management land and stay in tune with my people. I recognize and reward superstar activity. I address problems in a pro-active manner. I do what’s right even when no one is watching. I realize that everything I do counts toward my leadership score. I hire tough. I am an excellent time manager. I fill others buckets. “
10- “Live in the learning zone – get our of the comfort zone. Read 10 minutes a day. Listen to people. Give back. Set goals. Stay positive.”
11- “For you to be the very best, you cannot allow yourself to become complacent in your comfort zone. You need to be reaching for improvement.”
12- “So much of life is about attitude and how we handle what life throws our way. Life is good – even when a situation appears to be the worst.”
A very easy, enjoyable and educative read, full of management/leadership gems. Highly recommended.
Below are the key learnings – as excerpted from the book:
1- “Be A Driver – Until you accept total responsibility – no matter what – you will not be able to put plans in place to accomplish your goals. Transitioning from manager to leader requires you make difference decisions.”
2- “People have different perceptions of what the main thing is. People quit people before they quit companies.”
3- “First, hire good employees. Second, coach ever member of the team to become better. And third, dehire the people who aren’t carrying their share f the load.”
4- “Get out of management land. Get in touch with your people. Your job is not to lower the bottom by adjusting and accommodating the falling starts. You should be raising the top by recognizing and rewarding superstar behaviors.”
5- “Do the right thing – Develop your action plan before you get into a crisis. Guard integrity like it’s your most precious management possession.”
6- “Hire Tough – The most important asset in your company is having the Right People on your team. Never lower your standards just to fill a position! You will pay later.”
7- “Do Less/Work Faster – Your time is your responsibility. Take control of your time so you can take control of your life. Look for small increments of time by prioritizing, limiting interruptions, and effectively managing meetings.”
8- “Fill lots of buckets – 4 ways to fill buckets: know the main things, give feedback on performance, provide recognition, communicate the team score. The more buckets you fill, the more your bucket is filled.”
9- “Jeff’s Leadership commitments. I am responsible for my actions and my team’s performance, no matter what the circumstances. I keep the main thing the main thing. I have a positive relationship with my boss. I escape from management land and stay in tune with my people. I recognize and reward superstar activity. I address problems in a pro-active manner. I do what’s right even when no one is watching. I realize that everything I do counts toward my leadership score. I hire tough. I am an excellent time manager. I fill others buckets. “
10- “Live in the learning zone – get our of the comfort zone. Read 10 minutes a day. Listen to people. Give back. Set goals. Stay positive.”
11- “For you to be the very best, you cannot allow yourself to become complacent in your comfort zone. You need to be reaching for improvement.”
12- “So much of life is about attitude and how we handle what life throws our way. Life is good – even when a situation appears to be the worst.”
March 28, 2019
This book is a quick read with good principles. There is not a whole lot of depth but it’s a great starting point for anyone wanting to improve their leadership qualities. The story itself was interesting and kept me engaged throughout the book.
January 18, 2022
Short, practical, and easy to read. Definitely wisdom to be gleaned from this for leadership and management.
October 17, 2016
This book was required reading for a leadership program of which I am a participant. This program, which will take place over a year's time includes four "book clubs." This is the second book we have read.
I like this book. It is told as a series of conversations between a young manager, who is experiencing his first spot of trouble, and a veteran mentor. I am reminded of the quote assigned to Albert Einstein: “Everything should be made as simple as possible, but no simpler.” The lessons given by Tony in the book are told in plain, clear language. The book is well organized and it hangs together well.
Many of the lessons rely on doing as much as possible up front. Hire tough means to get the best people possible for open positions. Clarifying what the main job of a team and reinforcing that prevents problems down the road.
This is a quick read, but I don't think this is a detriment. Much of this seems like common senses, but everyone knows managers who could use this advice. Because the book is short and clearly segmented, it will be easy to find good advice.
I like this book. It is told as a series of conversations between a young manager, who is experiencing his first spot of trouble, and a veteran mentor. I am reminded of the quote assigned to Albert Einstein: “Everything should be made as simple as possible, but no simpler.” The lessons given by Tony in the book are told in plain, clear language. The book is well organized and it hangs together well.
Many of the lessons rely on doing as much as possible up front. Hire tough means to get the best people possible for open positions. Clarifying what the main job of a team and reinforcing that prevents problems down the road.
This is a quick read, but I don't think this is a detriment. Much of this seems like common senses, but everyone knows managers who could use this advice. Because the book is short and clearly segmented, it will be easy to find good advice.
February 3, 2024
A book with principles based off common sense. Clearly written by a white, male CEO for white male CEO’s. With defining principles of treat people with kindness (even those who are underneath you!!! Crazy concept!), respect your boss, and don’t slack off. This would be a great book if you lack basic understandings of how to function in the workplace and society.
October 21, 2017
I found this book to be very interesting and a fast read. This book was a pleasure to read and I am looking forward to trying the ideas.
April 23, 2024
So good.
October 29, 2024
I read this book for work and it was wonderful. If you’re looking to learn some leadership skills, I would def recommend.
July 8, 2017
This book gives a great insight on self-awareness and honest self-assessment. Excuses do not produce results, only unnecessary explanations.
October 11, 2017
100 pages of pure gold for anyone who works with others! There are many nuggets you can take and apply right away...not just at work but in how you prioritize things at home as well. This is a keeper!
June 19, 2025
valid points albeit feels more modern day compared to when it was written, which kind of shocked me that these issues from today still haven't been fixed from 20+ years ago
action steps:
- First, assess your team honestly. Identify your superstars – the ones who consistently deliver, go above expectations, and support others. Then look at your middle stars – those with solid potential or past performance who may need direction or reengagement. Finally, recognize your falling stars – the ones doing the bare minimum or dragging everyone else down. If they’re still on the team, their performance is being allowed. That’s a leadership decision.
- Next, align recognition, workload, and coaching efforts with those categories. Superstars should be developed and rewarded. Middle stars need clear goals and regular feedback to rise. Falling stars must be coached – and if they don’t improve, they need to be moved on. This isn’t about punishment; it’s about fairness and standards. Keeping low performers means you’re asking your best people to carry extra weight.
- Three Rules of Three: interview at least three qualified candidates for each role, interview each one at least three times, and get feedback from at least three evaluators.
- final rule is simple but non-negotiable: never lower your standards.
- take control of your time or it will control you (Even ten focused minutes of planning beats an hour of distracted effort.)
notes:
- The harder folks push, the worse things seem to get. Morale dips, performance stalls, and personal life suffers. It’s not for lack of effort – it’s the absence of direction, clarity, and support.
- By focusing on what works in the real world, where pressures are constant and the margin for error is slim, you and your team can shift from merely surviving to thriving.
- When a leader feels pulled in every direction, it’s often because they haven’t clearly defined what matters most.
- Tasks were getting done, but not done well. The team was busy, but not effective. In other words, the real issue wasn’t workload – it was a lack of focus.
- Leadership begins with clarity. Every team needs to understand their core priorities – that’s the “main thing” they should be focusing on. Without this knowledge, people drift. They fill gaps, fight fires, and chase tasks that feel urgent but don’t actually move the needle. A leader’s job is to define the main thing, and protect the team’s time and energy so that its attention is on what really matters.
- If you suspect this is happening in your team, a practical first step is to ask every team member, “What’s the main thing?” If their answers vary, then you haven’t communicated the team’s priorities well enough. Alignment doesn’t happen automatically: it takes intentional, repeated conversations.
- Clarity, alignment, and ownership: those are the foundations of effective leadership. Without them, even the most capable team will veer off-course. With them, the main thing stays the main thing, and progress becomes possible.
- When teams underperform, it’s tempting for managers to blame external factors: workload, pay, or the broader company culture. But more often than not, the real issue lies closer to home. Leadership starts with ownership, and it includes three key responsibilities: hiring strong people, coaching them to improve, and holding everyone to consistent standards. When those responsibilities are neglected, even the best team members will burn out and walk away.
- two high-performing employees who’d recently left his team. They hadn’t quit the company – they’d quit their manager. And what they shared boiled down to this: their needs weren’t being met. They felt overworked, underappreciated, and frustrated by the lack of accountability around them. Poor performers weren’t being addressed, and top performers were being loaded with extra work to compensate.
- Instead of rewarding excellence, teams start to normalize mediocrity. Good employees notice. When they realize their efforts are being used to cover for others, their motivation drops. In time, they either disengage or leave.
other:
- treating open roles as opportunities, not problems. Every hire shapes your team. So it should be a privilege to earn a place on that team. The temptation to move fast is strong, especially when a vacancy is draining your time and energy. But rushing often leads to poor fits, and poor fits lead to poor performance, disengagement, and more management problems down the line.
- One bad hire can do more damage than any external competitor.
- Leaders need to walk into interviews with clear expectations, prepared questions, and a structured plan. Never improvise. Always know exactly what qualities you’re looking for, and design your questions to uncover them.
Meetings are where time either adds value or disappears. The average professional loses over 200 hours a year to unproductive meetings. Fix this by only holding meetings with a clear purpose, starting and ending on time, and covering critical items first. Never reward lateness by repeating content. And don’t fall into the trap of having meetings just because they’re on the calendar.
Leaders must choose: either let time slip away or take ownership of it. Doing less isn’t always an option – so the only real choice is to work smarter. Small changes can create big results. Time won’t stretch, but it will respond to better decisions.
Strong leadership isn’t just about direction, decisions, or discipline. It’s about motivation – the kind that lasts beyond paychecks or performance reviews. Every person in a team shows up each day with an invisible bucket. That bucket holds their energy, drive, and commitment. And it’s the leader’s job to keep it full.
There are four essential ways leaders can fill motivation buckets.
First, clarify the main thing. People need to know exactly what matters. Without clear priorities, confusion takes over, and motivation leaks away. Jeff had already worked with his team to define its main goals. But reinforcing goals in daily decisions and team conversations is what keeps the buckets full.
Second, give frequent and specific feedback. Annual performance reviews won’t cut it. Feedback needs to be timely, sincere, and tied to what matters to the team member. Vague praise doesn’t help. Specific recognition – given when it counts – makes a real difference.
Third, show that you care. Genuine interest builds connection. Small actions – like sending a thank-you note, making coffee, or asking about a team member’s family – show that people are valued not just for what they do, but for who they are. Leaders who consistently recognize contributions, celebrate progress, and listen well keep buckets full.
Finally, share the team’s score. Everyone wants to be part of a winning team. Keep your team updated on how its members are performing. Celebrate wins together and be honest about setbacks. When people know how their work contributes to the team’s goals, they stay engaged.
action steps:
- First, assess your team honestly. Identify your superstars – the ones who consistently deliver, go above expectations, and support others. Then look at your middle stars – those with solid potential or past performance who may need direction or reengagement. Finally, recognize your falling stars – the ones doing the bare minimum or dragging everyone else down. If they’re still on the team, their performance is being allowed. That’s a leadership decision.
- Next, align recognition, workload, and coaching efforts with those categories. Superstars should be developed and rewarded. Middle stars need clear goals and regular feedback to rise. Falling stars must be coached – and if they don’t improve, they need to be moved on. This isn’t about punishment; it’s about fairness and standards. Keeping low performers means you’re asking your best people to carry extra weight.
- Three Rules of Three: interview at least three qualified candidates for each role, interview each one at least three times, and get feedback from at least three evaluators.
- final rule is simple but non-negotiable: never lower your standards.
- take control of your time or it will control you (Even ten focused minutes of planning beats an hour of distracted effort.)
notes:
- The harder folks push, the worse things seem to get. Morale dips, performance stalls, and personal life suffers. It’s not for lack of effort – it’s the absence of direction, clarity, and support.
- By focusing on what works in the real world, where pressures are constant and the margin for error is slim, you and your team can shift from merely surviving to thriving.
- When a leader feels pulled in every direction, it’s often because they haven’t clearly defined what matters most.
- Tasks were getting done, but not done well. The team was busy, but not effective. In other words, the real issue wasn’t workload – it was a lack of focus.
- Leadership begins with clarity. Every team needs to understand their core priorities – that’s the “main thing” they should be focusing on. Without this knowledge, people drift. They fill gaps, fight fires, and chase tasks that feel urgent but don’t actually move the needle. A leader’s job is to define the main thing, and protect the team’s time and energy so that its attention is on what really matters.
- If you suspect this is happening in your team, a practical first step is to ask every team member, “What’s the main thing?” If their answers vary, then you haven’t communicated the team’s priorities well enough. Alignment doesn’t happen automatically: it takes intentional, repeated conversations.
- Clarity, alignment, and ownership: those are the foundations of effective leadership. Without them, even the most capable team will veer off-course. With them, the main thing stays the main thing, and progress becomes possible.
- When teams underperform, it’s tempting for managers to blame external factors: workload, pay, or the broader company culture. But more often than not, the real issue lies closer to home. Leadership starts with ownership, and it includes three key responsibilities: hiring strong people, coaching them to improve, and holding everyone to consistent standards. When those responsibilities are neglected, even the best team members will burn out and walk away.
- two high-performing employees who’d recently left his team. They hadn’t quit the company – they’d quit their manager. And what they shared boiled down to this: their needs weren’t being met. They felt overworked, underappreciated, and frustrated by the lack of accountability around them. Poor performers weren’t being addressed, and top performers were being loaded with extra work to compensate.
- Instead of rewarding excellence, teams start to normalize mediocrity. Good employees notice. When they realize their efforts are being used to cover for others, their motivation drops. In time, they either disengage or leave.
other:
- treating open roles as opportunities, not problems. Every hire shapes your team. So it should be a privilege to earn a place on that team. The temptation to move fast is strong, especially when a vacancy is draining your time and energy. But rushing often leads to poor fits, and poor fits lead to poor performance, disengagement, and more management problems down the line.
- One bad hire can do more damage than any external competitor.
- Leaders need to walk into interviews with clear expectations, prepared questions, and a structured plan. Never improvise. Always know exactly what qualities you’re looking for, and design your questions to uncover them.
Meetings are where time either adds value or disappears. The average professional loses over 200 hours a year to unproductive meetings. Fix this by only holding meetings with a clear purpose, starting and ending on time, and covering critical items first. Never reward lateness by repeating content. And don’t fall into the trap of having meetings just because they’re on the calendar.
Leaders must choose: either let time slip away or take ownership of it. Doing less isn’t always an option – so the only real choice is to work smarter. Small changes can create big results. Time won’t stretch, but it will respond to better decisions.
Strong leadership isn’t just about direction, decisions, or discipline. It’s about motivation – the kind that lasts beyond paychecks or performance reviews. Every person in a team shows up each day with an invisible bucket. That bucket holds their energy, drive, and commitment. And it’s the leader’s job to keep it full.
There are four essential ways leaders can fill motivation buckets.
First, clarify the main thing. People need to know exactly what matters. Without clear priorities, confusion takes over, and motivation leaks away. Jeff had already worked with his team to define its main goals. But reinforcing goals in daily decisions and team conversations is what keeps the buckets full.
Second, give frequent and specific feedback. Annual performance reviews won’t cut it. Feedback needs to be timely, sincere, and tied to what matters to the team member. Vague praise doesn’t help. Specific recognition – given when it counts – makes a real difference.
Third, show that you care. Genuine interest builds connection. Small actions – like sending a thank-you note, making coffee, or asking about a team member’s family – show that people are valued not just for what they do, but for who they are. Leaders who consistently recognize contributions, celebrate progress, and listen well keep buckets full.
Finally, share the team’s score. Everyone wants to be part of a winning team. Keep your team updated on how its members are performing. Celebrate wins together and be honest about setbacks. When people know how their work contributes to the team’s goals, they stay engaged.
Read
June 20, 2025"Monday Morning Leadership" by David Cottrell offers a practical and relatable guide for managers and leaders struggling to stay afloat in the high-pressure environment of modern organizations. Through a series of mentoring sessions between a struggling manager named Jeff and his seasoned mentor, the book presents essential leadership principles rooted in clarity, accountability, time management, and people development. It speaks directly to leaders who feel overwhelmed, ineffective, or stuck in reactive patterns, showing a way to regain control and lead with greater purpose and confidence.
One of the earliest insights Jeff gains is that effective leadership begins with establishing and communicating clear priorities. When a team lacks direction, even the hardest-working employees end up misaligned, chasing tasks that may seem urgent but aren’t ultimately valuable. Jeff realizes that the real issue isn’t always the amount of work being done, but rather the lack of focus. His mentor encourages him to define the 'main thing' for his team and ensure everyone understands it. By asking each team member what they believe the main thing is, Jeff is able to assess whether alignment exists. The answers reveal a gap in understanding, highlighting the need for repeated, clear communication about priorities. The lesson is that clarity doesn’t happen by default—it requires deliberate, ongoing effort from the leader.
Leadership also involves taking ownership of both team culture and performance. In one session, Jeff reflects on the departure of two of his best employees. Their feedback is eye-opening—they didn’t feel supported, appreciated, or held to fair standards. Poor performers were being tolerated, and high performers were being overburdened. Jeff learns that leadership is about more than keeping the team running—it’s about creating an environment where excellence is expected and supported. Tolerating subpar performance sends a message that mediocrity is acceptable, which eventually erodes morale and drives away top talent. The mentor challenges Jeff to assess his team honestly, recognizing who consistently contributes at a high level, who needs guidance, and who is pulling the team down. From there, actions must follow: support and reward the top contributors, coach those in the middle, and address or remove those who are dragging performance down. Leadership, at its core, is about setting and maintaining high standards.
Another critical lesson is about hiring—specifically, the need to hire with intention and discipline. After letting go of a high-performing team member for ethical reasons, Jeff faces the challenge of filling several roles quickly. He feels the urgency to act, but his mentor stresses the importance of hiring carefully rather than hastily. The quality of hires influences every aspect of a team's future performance, culture, and stability. The advice is clear: slow down and raise the bar. Jeff is introduced to the 'Three Rules of Three'—interview at least three qualified candidates, conduct three interviews with each, and involve three different evaluators in the decision. These rules help reduce bias, widen perspective, and emphasize thoroughness. The overarching message is that it’s better to leave a seat unfilled than to compromise on standards and deal with the consequences of a poor hire later.
Managing time effectively is another leadership responsibility Jeff comes to understand. He begins to realize that his feeling of being overwhelmed isn’t just about having too much to do—it’s about not having a clear system for managing tasks and protecting his time. The solution lies in making better choices with the time he already has. By tracking how he spends his hours over a two-week period, Jeff begins to identify patterns and low-value activities that eat up his day. The 80/20 principle is introduced, emphasizing that a small portion of efforts usually drives most results. To regain control, Jeff is advised to prioritize high-impact tasks, reduce or eliminate time drains, and approach each day with a plan. Managing interruptions, minimizing unproductive meetings, and streamlining workflow all contribute to more focused and efficient leadership. Time, like people, responds best to structure and intention.
Beyond structure and standards, leadership also requires emotional intelligence and genuine care. Jeff learns that motivation is not just about tasks and goals—it’s about energy, recognition, and relationships. Every employee arrives at work with an invisible 'bucket' representing their motivation and morale. Leaders either fill these buckets or drain them through their actions, words, and attitudes. Jeff begins to focus on how his own behavior impacts the energy of his team. He learns that small actions—specific praise, sincere recognition, acts of kindness—can significantly boost morale. People want to feel that their work matters and that they matter as individuals. Jeff is encouraged to provide regular feedback, not just during performance reviews but in real time, and to consistently reinforce the team’s purpose and progress. Leaders who take the time to show appreciation and build trust will foster teams that are more committed and resilient.
Throughout his journey, Jeff also learns the importance of managing up—not just leading his team, but also improving his relationship with his own boss. Rather than waiting for things to improve from above, Jeff begins to take initiative, clarify mutual expectations, and align with his supervisor’s goals. Effective leadership includes understanding others’ perspectives and communicating proactively. This approach helps build trust and create a more supportive dynamic, both upward and downward in the organizational hierarchy.
By the end of his mentorship journey, Jeff has undergone a transformation. He no longer sees leadership as a reactive series of firefighting exercises. Instead, he approaches it as a proactive discipline that involves setting direction, developing people, maintaining standards, managing time, and building motivation. He learns that excuses don’t change results—only ownership does. Trust is earned through action, and consistency matters more than occasional efforts. Progress isn’t made through shortcuts but through deliberate and principled leadership.
"Monday Morning Leadership" ultimately offers a straightforward but powerful message: leadership isn’t about flashy tactics or abstract theories. It’s about doing the real work—communicating clearly, making tough decisions, showing up consistently, and caring deeply about the people you lead. When leaders raise their standards, protect their time, and invest in others, teams begin to thrive. Challenges remain, but with the right mindset and tools, those challenges become manageable. The book reminds us that leadership is not about having all the answers—it’s about committing to growth, taking responsibility, and being intentional every step of the way.
One of the earliest insights Jeff gains is that effective leadership begins with establishing and communicating clear priorities. When a team lacks direction, even the hardest-working employees end up misaligned, chasing tasks that may seem urgent but aren’t ultimately valuable. Jeff realizes that the real issue isn’t always the amount of work being done, but rather the lack of focus. His mentor encourages him to define the 'main thing' for his team and ensure everyone understands it. By asking each team member what they believe the main thing is, Jeff is able to assess whether alignment exists. The answers reveal a gap in understanding, highlighting the need for repeated, clear communication about priorities. The lesson is that clarity doesn’t happen by default—it requires deliberate, ongoing effort from the leader.
Leadership also involves taking ownership of both team culture and performance. In one session, Jeff reflects on the departure of two of his best employees. Their feedback is eye-opening—they didn’t feel supported, appreciated, or held to fair standards. Poor performers were being tolerated, and high performers were being overburdened. Jeff learns that leadership is about more than keeping the team running—it’s about creating an environment where excellence is expected and supported. Tolerating subpar performance sends a message that mediocrity is acceptable, which eventually erodes morale and drives away top talent. The mentor challenges Jeff to assess his team honestly, recognizing who consistently contributes at a high level, who needs guidance, and who is pulling the team down. From there, actions must follow: support and reward the top contributors, coach those in the middle, and address or remove those who are dragging performance down. Leadership, at its core, is about setting and maintaining high standards.
Another critical lesson is about hiring—specifically, the need to hire with intention and discipline. After letting go of a high-performing team member for ethical reasons, Jeff faces the challenge of filling several roles quickly. He feels the urgency to act, but his mentor stresses the importance of hiring carefully rather than hastily. The quality of hires influences every aspect of a team's future performance, culture, and stability. The advice is clear: slow down and raise the bar. Jeff is introduced to the 'Three Rules of Three'—interview at least three qualified candidates, conduct three interviews with each, and involve three different evaluators in the decision. These rules help reduce bias, widen perspective, and emphasize thoroughness. The overarching message is that it’s better to leave a seat unfilled than to compromise on standards and deal with the consequences of a poor hire later.
Managing time effectively is another leadership responsibility Jeff comes to understand. He begins to realize that his feeling of being overwhelmed isn’t just about having too much to do—it’s about not having a clear system for managing tasks and protecting his time. The solution lies in making better choices with the time he already has. By tracking how he spends his hours over a two-week period, Jeff begins to identify patterns and low-value activities that eat up his day. The 80/20 principle is introduced, emphasizing that a small portion of efforts usually drives most results. To regain control, Jeff is advised to prioritize high-impact tasks, reduce or eliminate time drains, and approach each day with a plan. Managing interruptions, minimizing unproductive meetings, and streamlining workflow all contribute to more focused and efficient leadership. Time, like people, responds best to structure and intention.
Beyond structure and standards, leadership also requires emotional intelligence and genuine care. Jeff learns that motivation is not just about tasks and goals—it’s about energy, recognition, and relationships. Every employee arrives at work with an invisible 'bucket' representing their motivation and morale. Leaders either fill these buckets or drain them through their actions, words, and attitudes. Jeff begins to focus on how his own behavior impacts the energy of his team. He learns that small actions—specific praise, sincere recognition, acts of kindness—can significantly boost morale. People want to feel that their work matters and that they matter as individuals. Jeff is encouraged to provide regular feedback, not just during performance reviews but in real time, and to consistently reinforce the team’s purpose and progress. Leaders who take the time to show appreciation and build trust will foster teams that are more committed and resilient.
Throughout his journey, Jeff also learns the importance of managing up—not just leading his team, but also improving his relationship with his own boss. Rather than waiting for things to improve from above, Jeff begins to take initiative, clarify mutual expectations, and align with his supervisor’s goals. Effective leadership includes understanding others’ perspectives and communicating proactively. This approach helps build trust and create a more supportive dynamic, both upward and downward in the organizational hierarchy.
By the end of his mentorship journey, Jeff has undergone a transformation. He no longer sees leadership as a reactive series of firefighting exercises. Instead, he approaches it as a proactive discipline that involves setting direction, developing people, maintaining standards, managing time, and building motivation. He learns that excuses don’t change results—only ownership does. Trust is earned through action, and consistency matters more than occasional efforts. Progress isn’t made through shortcuts but through deliberate and principled leadership.
"Monday Morning Leadership" ultimately offers a straightforward but powerful message: leadership isn’t about flashy tactics or abstract theories. It’s about doing the real work—communicating clearly, making tough decisions, showing up consistently, and caring deeply about the people you lead. When leaders raise their standards, protect their time, and invest in others, teams begin to thrive. Challenges remain, but with the right mindset and tools, those challenges become manageable. The book reminds us that leadership is not about having all the answers—it’s about committing to growth, taking responsibility, and being intentional every step of the way.
April 21, 2024
David Cottrell uses a short parable of a once high performing manager (Jeff) who hits a rut in his performance and decides to reach out to an experienced mentor in the community (Tony). Tony shares 8 fundamental leadership lessons ranging from setting good expectations to hiring the right people.
This was officially my 5th time reading this book. I continue to reread this book to refresh my own thoughts on my maturity into formal leadership. In addition, I use this book to mentor others on the foundations of management and leadership.
This was officially my 5th time reading this book. I continue to reread this book to refresh my own thoughts on my maturity into formal leadership. In addition, I use this book to mentor others on the foundations of management and leadership.
November 18, 2014
It's interesting that such a small book can pack some pretty powerful business and leadership lessons. While the examples are a bit redundant, the presentation of the 8 lessons was well done. I finished the book with a different perspective and insight on leadership. Also, I gained several tips that will help me fine tune my day so that I am more effective at my job. A definite must read for those just embarking on their career and also a great refresher course for those that may be stuck.
June 1, 2007
Quick Read---took me one night and it taught me alot regarding proactive leadership...DEFINITELY read this if you feel like you could grow as a leader or just want some mojo. Will make you into a better manager if anything.
June 22, 2013
This is one of those essentials to those who need to be figureheads and in control of their own life. Its a rudimentary step towards learning how to be a good leader and manager.
Very short, easy reading and yet very insightful with a powerful message.
Very short, easy reading and yet very insightful with a powerful message.
June 23, 2023
required reading for class but there were definitely a few notable lessons!
December 26, 2025
I really liked this surprising read. Quick and simple, but the storytelling method reminded me of truths I knew in a different way. I finished this book on a short flight and loved it. I even used the phrase “hire tough, or you’ve have to manage tough” with my boss, and she loved it and used it with the team to express a thought. I also liked the analogy of spending time in the 3 rooms to reach one's full potential. Recommend a read and pass it on.
“When it comes to leading people, there is no problem that is unique to you. You could ask anyone with experience, and you would discover they have had to face the same issues and the same frustrations. So don’t feel sorry for yourself. That’s a waste of valuable time. Just make plans to make things better.”
“If you want to be extraordinary, the first thing you have to do is stop being ordinary.”
“Your team should like, and respect you, for the right reasons.”
“The main reasons for the accident were your failure to understand the difference in
responsibilities between being the driver and being a passenger.”
“If you want to be successful as a leader, you don’t have the right to join employee “pity parties” and talk about upper management.”
“When you place blame, you focus on the past. When you accept responsibility, you focus on this time forward, on the future.”
“People leave because their manager is not meeting their needs. People quit people before they quit companies.”
“I have found that the best decisions are normally made before you’re in a crisis. You can think more clearly and evaluate alternatives better.”
“The closer you are to the situation, the more you can see.”
“You must guard your integrity as if it's your most precious leadership possession because that is what it is.”
“The most important asset in your company is having the right people on your team. If you have the right people on your team, you have a great chance to be successful.”
“Decision: hire tough and manage easy or hire easy and manage tough.”
On hiring: “If there is any question whether a person is qualified or not, pass on them and keep searching for the right person. Never lower your standards just to fill a position.
“Your time is your responsibility. If you aren’t able to do the important things, only you can solve that problem. Your team is depending on you to be there for them, and that includes solving your personal problems.”
“Touch paper only once.”
“Conduct an audit on every report that hits your in-box. Is the report really necessary? If not, eliminate it.”
“Don’t fall into the perpetually scheduled meeting syndrome, where you’re having meetings just because they’re regularly scheduled. Make sure every meeting is absolutely necessary. Routine meetings are not a good investment unless they fulfill or move your objectives forward.”
“To fulfill your potential, you need to move out of your comfort zone and into the 'learning zone.’ The learning zone has three rooms: Reading Room, Listening Room, and the Giving Room.”
“When you depend on another person’s perceptions to match your expectations, you’re setting yourself up for disappointment.”
“When it comes to leading people, there is no problem that is unique to you. You could ask anyone with experience, and you would discover they have had to face the same issues and the same frustrations. So don’t feel sorry for yourself. That’s a waste of valuable time. Just make plans to make things better.”
“If you want to be extraordinary, the first thing you have to do is stop being ordinary.”
“Your team should like, and respect you, for the right reasons.”
“The main reasons for the accident were your failure to understand the difference in
responsibilities between being the driver and being a passenger.”
“If you want to be successful as a leader, you don’t have the right to join employee “pity parties” and talk about upper management.”
“When you place blame, you focus on the past. When you accept responsibility, you focus on this time forward, on the future.”
“People leave because their manager is not meeting their needs. People quit people before they quit companies.”
“I have found that the best decisions are normally made before you’re in a crisis. You can think more clearly and evaluate alternatives better.”
“The closer you are to the situation, the more you can see.”
“You must guard your integrity as if it's your most precious leadership possession because that is what it is.”
“The most important asset in your company is having the right people on your team. If you have the right people on your team, you have a great chance to be successful.”
“Decision: hire tough and manage easy or hire easy and manage tough.”
On hiring: “If there is any question whether a person is qualified or not, pass on them and keep searching for the right person. Never lower your standards just to fill a position.
“Your time is your responsibility. If you aren’t able to do the important things, only you can solve that problem. Your team is depending on you to be there for them, and that includes solving your personal problems.”
“Touch paper only once.”
“Conduct an audit on every report that hits your in-box. Is the report really necessary? If not, eliminate it.”
“Don’t fall into the perpetually scheduled meeting syndrome, where you’re having meetings just because they’re regularly scheduled. Make sure every meeting is absolutely necessary. Routine meetings are not a good investment unless they fulfill or move your objectives forward.”
“To fulfill your potential, you need to move out of your comfort zone and into the 'learning zone.’ The learning zone has three rooms: Reading Room, Listening Room, and the Giving Room.”
“When you depend on another person’s perceptions to match your expectations, you’re setting yourself up for disappointment.”
May 21, 2017
An amazing book in which the author gives us precious lessons in leadership and management throughout a story of a company manager Jeff. A very practical book, easy to grasp and with many applicable advices for different situations in leading.
When things were not going well for Jeff he took the courage to call Tony Pearce, his fathers best friend for his advice. Tony was a wise, respected and a highly sought-after speaker and mentor.
Tony said that he would be honored to help Jeff overcome the difficulties. If, he commits to teach others the what he will learn during his experience.
Here are some of the key learnings selected from this book, that I would like to share with you:
1- Transitioning from employee to manager and from manager to leader requires making different decisions.
Even though the responsibilities increase by becoming a leader, you lose some of the rights or freedoms you may have enjoyed in the past.
You lose the right to some of your time because you are responsible for other people’s time as well.
Accepting responsibility as a leader means to spend time on fixing problems instead of finding who to blame. And until you accept total responsibility you won’t be able to put plans in place to accomplish your goals.
2-People have different perceptions and you have to make sure that your team knows what the main thing is.
People don’t quit their jobs because of reasons. People leave because their manager is not meeting their needs.
People quit people before they quit companies.
3- Sometimes at work we have flashing lights that indicate having a problem, and we just close our eyes to not see that light flashing.
Ignoring issues puts your own integrity at risk.
Because everything counts when it comes to leadership.
Even when you are ignoring the problem, you are leading. And your team is always watching and depending on you to do the right thing.
You must ground your integrity like it’s the most precious management possession.
4- There are two ways to spend time better.
You can do less or you can do things faster.
You just have to make better decisions on how to spend your time.
And Take control of your time so you can take control of your life.
So, what to do?!!
Get out of your comfort zone!!
The biggest enemy to our potential is our comfort zone.
You have to not allow yourself to become complacent in there.
You need to be reaching for improvement.
Set a goal!!!
Goals require people to leave their comfort zone.
Every great accomplishment has begun with a goal written down on a sheet of paper.
Fail!!
Failure is a prelude to success.
To become more successful, we have to fail faster and more often.
Read!!
You learn more by reading more. And the more you learn the more you earn.
Make a discipline to set aside time 15 minutes everyday to read. And in 15 years you can read over 180 books just by reading half a chapter a day.
Give as much as you can!!
You cannot succeed without giving back. Your legacy will be what you leave others.
You will become discouraged every while along the way. Just stay positive and don’t give up!!
Life is about attitude and how we handle what life throws our way.
When things were not going well for Jeff he took the courage to call Tony Pearce, his fathers best friend for his advice. Tony was a wise, respected and a highly sought-after speaker and mentor.
Tony said that he would be honored to help Jeff overcome the difficulties. If, he commits to teach others the what he will learn during his experience.
Here are some of the key learnings selected from this book, that I would like to share with you:
1- Transitioning from employee to manager and from manager to leader requires making different decisions.
Even though the responsibilities increase by becoming a leader, you lose some of the rights or freedoms you may have enjoyed in the past.
You lose the right to some of your time because you are responsible for other people’s time as well.
Accepting responsibility as a leader means to spend time on fixing problems instead of finding who to blame. And until you accept total responsibility you won’t be able to put plans in place to accomplish your goals.
2-People have different perceptions and you have to make sure that your team knows what the main thing is.
People don’t quit their jobs because of reasons. People leave because their manager is not meeting their needs.
People quit people before they quit companies.
3- Sometimes at work we have flashing lights that indicate having a problem, and we just close our eyes to not see that light flashing.
Ignoring issues puts your own integrity at risk.
Because everything counts when it comes to leadership.
Even when you are ignoring the problem, you are leading. And your team is always watching and depending on you to do the right thing.
You must ground your integrity like it’s the most precious management possession.
4- There are two ways to spend time better.
You can do less or you can do things faster.
You just have to make better decisions on how to spend your time.
And Take control of your time so you can take control of your life.
So, what to do?!!
Get out of your comfort zone!!
The biggest enemy to our potential is our comfort zone.
You have to not allow yourself to become complacent in there.
You need to be reaching for improvement.
Set a goal!!!
Goals require people to leave their comfort zone.
Every great accomplishment has begun with a goal written down on a sheet of paper.
Fail!!
Failure is a prelude to success.
To become more successful, we have to fail faster and more often.
Read!!
You learn more by reading more. And the more you learn the more you earn.
Make a discipline to set aside time 15 minutes everyday to read. And in 15 years you can read over 180 books just by reading half a chapter a day.
Give as much as you can!!
You cannot succeed without giving back. Your legacy will be what you leave others.
You will become discouraged every while along the way. Just stay positive and don’t give up!!
Life is about attitude and how we handle what life throws our way.
August 15, 2020
I was given this book by my old director. He was extremely savvy and he was a great mentor to me. In the past year I went to a leadership training and I found it really interesting. All except the part where you partner up and role play. But either way it brought me back to my days back at Texas Tech in business school.
This book was great because it takes concepts and presents then in a way of a short story or an actual conversation. It isn't full of jargon or presented like some great work of academia. It is just a mentor meeting with a leader who feels stagnant. And I'm sure anyone in any type of leadership position can feel that way.
I also liked that part of this book's advice is to read more books. And wouldn't you know there are a whole lot more books from the publisher and author ready to be ordered. I also liked that there were minimal ridiculous analogies and no corny acronyms (acrostics?)
All in all I enjoyed this book and definitely want to work more nonfiction, leadership, and business books into my yearly goals.
This book was great because it takes concepts and presents then in a way of a short story or an actual conversation. It isn't full of jargon or presented like some great work of academia. It is just a mentor meeting with a leader who feels stagnant. And I'm sure anyone in any type of leadership position can feel that way.
I also liked that part of this book's advice is to read more books. And wouldn't you know there are a whole lot more books from the publisher and author ready to be ordered. I also liked that there were minimal ridiculous analogies and no corny acronyms (acrostics?)
All in all I enjoyed this book and definitely want to work more nonfiction, leadership, and business books into my yearly goals.
February 23, 2025
A Must-Read for Leaders at Any Level
Monday Morning Leadership by David Cottrell is a concise yet powerful guide packed with practical wisdom for anyone looking to improve their leadership skills. Through a compelling storytelling approach, the book follows a struggling manager who meets with a mentor every Monday morning, receiving invaluable lessons on leadership, accountability, and personal growth.
What makes this book stand out is its simplicity and real-world applicability. The principles—like taking responsibility, hiring the right people, and managing time effectively—are easy to understand yet profoundly impactful. Cottrell’s writing is engaging, direct, and free from fluff, making it a quick but transformative read.
Whether you’re a seasoned executive, a new manager, or someone aspiring to lead, this book offers timeless insights that can help you become a more effective leader. Highly recommended!
Monday Morning Leadership by David Cottrell is a concise yet powerful guide packed with practical wisdom for anyone looking to improve their leadership skills. Through a compelling storytelling approach, the book follows a struggling manager who meets with a mentor every Monday morning, receiving invaluable lessons on leadership, accountability, and personal growth.
What makes this book stand out is its simplicity and real-world applicability. The principles—like taking responsibility, hiring the right people, and managing time effectively—are easy to understand yet profoundly impactful. Cottrell’s writing is engaging, direct, and free from fluff, making it a quick but transformative read.
Whether you’re a seasoned executive, a new manager, or someone aspiring to lead, this book offers timeless insights that can help you become a more effective leader. Highly recommended!
October 26, 2025
This book is excellent! It has 8 short lessons, plus the conclusion; I could have plowed through it in a day but I forced myself to read it one lesson at a time (generally one a week as it was originally given to the author) so that I could ruminate on each lesson and potentially try to put it into practice. I liked it so much that I bought extra copies online and left them on the desks of a few people at work :)
There is so much good in here if you are a supervisor of other people. I loved the lessons thinking about how we reward our employees and especially how we "accidentally" end up rewarding the underperformers, and how we put up with more BS from our supposed "superstars" than we would allow from others, and maybe we should be questioning whether they are really superstars. As well as how to avoid "manager world" but also be the manager and not a peer or friend.
This is one I'll need to review every so often, I think.
There is so much good in here if you are a supervisor of other people. I loved the lessons thinking about how we reward our employees and especially how we "accidentally" end up rewarding the underperformers, and how we put up with more BS from our supposed "superstars" than we would allow from others, and maybe we should be questioning whether they are really superstars. As well as how to avoid "manager world" but also be the manager and not a peer or friend.
This is one I'll need to review every so often, I think.
June 9, 2023
Monday Morning Leadership is an excellent book that provides valuable insights into effective leadership practices. The author, David Cottrell, uses a relatable and engaging storytelling approach to convey key concepts and lessons that are easy to understand and apply. The book is filled with practical tips and strategies that can help leaders at all levels improve their communication, motivation, and decision-making skills. What I particularly appreciated about this book is that it doesn't just focus on the theoretical aspects of leadership, but also provides tangible examples and real-life scenarios that readers can relate to. Whether you're a seasoned leader or just starting out in your career, Monday Morning Leadership is a must-read that will inspire and motivate you to become a more effective and successful leader.
June 19, 2025
Read for some powerful ideas
Working too hard?
You need to define what matters most
“effective leadership starts with clarity, accountability, and ownership. Strong leaders hire with intention, coach consistently, and maintain high standards. Motivation grows when people feel recognized, supported, and aligned with a clear purpose. Time must be managed with focus and discipline. Integrity matters more than convenience. Leaders earn trust through consistent action, not empty gestures. Teams thrive when leaders fill buckets, not drain them. Progress begins when excuses end and responsibility starts.”
Working too hard?
You need to define what matters most
“effective leadership starts with clarity, accountability, and ownership. Strong leaders hire with intention, coach consistently, and maintain high standards. Motivation grows when people feel recognized, supported, and aligned with a clear purpose. Time must be managed with focus and discipline. Integrity matters more than convenience. Leaders earn trust through consistent action, not empty gestures. Teams thrive when leaders fill buckets, not drain them. Progress begins when excuses end and responsibility starts.”
This entire review has been hidden because of spoilers.
February 4, 2019
The cover is dated and looks like it was done in the 20’s. And really the only reason I decided to read it was it was given to me. Boy am I glad I did! I read a lot of leadership books and although none of the ideas were original nor did it go real deep, I’m not sure if I’ve seen an author use analogies so effectively. He takes a few leadership lessons and really simplifies them, making it easier to translate in one’s own mind and to help leaders articulate ideas in a more useful way. This is a great little book that you can knock out quickly and learn a few really good lessons.
December 18, 2019
Gifted to me by a close friend.
This book is perfect! It is a must read for current managers and upcoming managers because it gives you a very apt and down to Earth description as to what it means to be a good manager. I've had only a handful of managers in my professional career and I wish they had read this book. Communication is key when it comes to speaking with others and this book makes managing others seem like a piece of cake. It also has easy to understand examples you can apply to your own life and getting things in order. 5/5 Would recommend to others.
This book is perfect! It is a must read for current managers and upcoming managers because it gives you a very apt and down to Earth description as to what it means to be a good manager. I've had only a handful of managers in my professional career and I wish they had read this book. Communication is key when it comes to speaking with others and this book makes managing others seem like a piece of cake. It also has easy to understand examples you can apply to your own life and getting things in order. 5/5 Would recommend to others.
April 13, 2021
Much of the advice is common sense, which is perfectly acceptable (and probably needed!) but some of the final advice for ways to show employees that they are appreciated are ridiculously performative in nature and part of the old school methods of management that no longer apply. Companies hand out meaningless, cheap gestures to employees, expecting them to swell with pride and gratitude for being "recognized" for their work, yet offer unfair pay discrepancies and further reduced benefits. "Tony" doesn't address that. He also really focuses on management, but not mentoring.
August 14, 2017
Quick and easy, but a very impactful read for managers and leaders! I loved this book and will keep it in my office to reference it throughout my career. The book is very much to the point which keeps the "main things" (one of the concepts in the book) at the forefront of the read. Highly recommend as an introductory read for new managers and leaders or as a refresher for those who have been in leadership for years.
July 30, 2020
A nice, quick read that packs a lot of punch for being so short. I probably would have rated it higher if a lot of the feedback hadn’t been tips and tricks I’ve read in other books. Still loved reading it to keep gaining insight and knowledge into leadership topics!
Biggest takeaway: I am responsible for my team - high, low and the average performers. It is my responsibility to lift up the star performers and deal with the low performers with integrity and fairness.
Biggest takeaway: I am responsible for my team - high, low and the average performers. It is my responsibility to lift up the star performers and deal with the low performers with integrity and fairness.
September 17, 2021
This book is a simple and concise presentation of leadership tips. I found each relatable even though I supervise in a very different setting than the narrative describes. The book is entirely comprised of dialogue between mentor and mentee, and the pain endured to read that is my reason for three stars. It was all too perfect and lacked some realism. Since it’s short and easily digestible, I think I would still recommend despite the dialogue quality.
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